Conclusion From the point of view of an observer, the BM becomes the first tangible manifestation of the organizational phenomenon, because it obliges the potential entrepreneur to get moving. This movement could be the displacement/dislodgement referenced by Shapero (1975) when he explains that the decision to take action results from a change in the individual’s life trajectory, or to the one evoked by Bruyat (1993) when he considers that one of the two important axes in the field of entrepreneurship is the change an individual undergoes when he introduces a value that is more or less new to the project he is developing. But this displacement is mainly apparent through the steps he takes to meet the actors who hold the resources necessary for the entrepreneurial project, including resources that will be useful for its development (for example, the cognitive resources of an adviser). The development process presented in this book begins with the idea but it is iterative. In other words, there is no real entry point into the process. Some good sense, a method (thus some rigour) and a recognized theory make our proposition reasonable. Our research and its implementation in practice and in pedagogy support our intuition. Obviously, many questions remain. Our proposition was circumscribed in the framework of founding a business, but as our theory largely bypasses this manifestation of the entrepreneurial phenomenon, our research is also concerned with business recovery, business development, singular manifestations of the phenomenon, and so on. Concerning recovery, we observed that...
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